This document outlines operational goals, strategies, and measures for a facility across multiple fiscal years in several key areas: safety culture and metrics, sales growth and new customer/product sales, returns, on-time delivery, EBITDA, cost improvement programs, expenses, and supply chain excellence. Specific targets are provided for safety incidents, sales, new sales, returns, delivery, EBITDA, cost savings, and expenses for fiscal years 2013 through 2015. Strategies are also outlined under goals for people development, sales, customer value, and supply chain excellence.

1. Facility OGSM (Operational Goals, Strategies & Measures)
Safety Culture Development
SAFETY TCIR/DACR
FY 13 4th Quartile 6.15/1.23
FY 14 ~2nd Qrtl 2.00/0.5 People Development
FY 15 ~1st Qrtl 1.00/0.025
GROSS SALES $
FY 13 $43.6MM 9% Top Line Growth
FY 14 +9% from base $46.6MM
FY 15 add 10%+ $53.24MM
NEW PRODUCT/CUST SALES 18% of Revenue from New Business Opportunities
FY 13 ?
FY 14 $5MM
FY 15 add 20% $6MM
Implement New Sales Compensation Tools
$ RETURNS AS % OF SALES
FY 13 0.980%
FY 14 0.5%
FY 15 0.4% Associate Developmemt
ON TIME DELIVERY
FY 13 96.5%
FY 14 98.5% Focused Quality Commitment
FY 15 99.0%
EBITDA $/% of Net Sales
FY 13 $500K/1.1% Customer Delivery
FY 14 $1.7MM/3.7%
FY 15 $4.3MM/8%
CIP SAV $/% Drive Waste Reduction & Cost Savings
FY 13 $950K/2.4%
FY 14 $1.5MM/3.5%
FY 15 $1.8MM/4%
Drive Improved Operational Performance
OPEX SAV $/%
FY 13 $1.1MM/2.8%
FY 14 $1.9MM/4.5%
FY 15 $2.7MM/6% Support New Product Development
2.1 Drive stronger partner relationships; improve reporting and key sales analytics; improve skills required
for new market demands; push more focus on new customers and new markets to serve
2.2 Increase focus on New Business Opportunities - (New Customer or New Product Category); improve
reporting and key sales analytics; tie performance compensation model to driving higher levels of
New Business Sales
4.0SUPPLYCHAINEXCELLENCE
4.1 Achieve step-change improvement in NCP cost position versus competition by engaging all employee
associates through CIP, corporate OpEx/LSS team, internal NCP OpEx resources, LSS tools such as
the Paper A3, and the sustainability tenets reuse, reduce and recycle.
4.2 Significantly improve quality, delivery & cost by driving machine up-time, throughput, schedule
attainment/predictability, and predictive/preventative maintenance. Align organization by managing to
the OGSM using standardized metrics and Key Performance Measures (KPM's)
4.3 Commit financial/people/intellectual property resources from NCP and our material suppliers
exponentially increasing new product offerings to our customers. Drive clarity and focus through
entire supply chain; delivery of New Products is necessary for growth and is a shared responsibility.
3.0CUSTOMER
VALUE
3.1
Confirm quality expectations with customers/mill suppliers; develop base-line for quality metrics; drive
basic "cost-of-quality" understanding deeper into NCP; and improve internal quality
processes/controls providing step change improvement in the identified key quality concerns of our
customers.
3.2 Enhance on-time delivery metrics and improve delivery execution to drive "best-in-class" service for
current and prospective customers. Communicate improved performance throughout supply chain
and use delivery improvement to drive market share growth.
2.4 Introduce a new Talent Assessment Tool to the Sales Organization; Create individual development
plans for each associate; Create a Bi-annual Talent Review Meeting.
GOALS STRATEGIES
1.0PEOPLE&
COMMUNITY
1.1 Support an environment where all members of the NCP team take personal responsibility for their own
safety and are driven to help those around them work 100% safely each and every day. Drive safety
interactions and observations--and better communicate clear expectations of safety performance.
1.2 Drive organizational improvement through enhancement of the personal and professional skills of our
employee associates. Utilize internal and external training resources, identify high potential internal
candidates for accelerated training, and add an infusion of external talent to supplement skill base.
2.3
Tie Sales Performance to the Company Expectations - More PAY FOR PERFORMANCE Model;
Redesign the Variable piece to higher level of performance and improve the frequency of Pay-out --
Targeting Quarterly; Tie performance compensation model to driving higher levels of NB Sales;
Create a Sales Reporting Tool to report levels of performance.
2.0SALES